NHS Staff Survey Results

2018 Staff Survey

The NHS National Staff Survey was undertaken by Quality Health between September and December 2018 for 114 organisations. Questionnaires were sent to 4,649 staff. The response rate was 38.6% (1,794 questionnaires returned).

Overall the results are very similar to 2017, with no significant improvement or decline. This means that it is very important that we continue to take action and make changes that will have a positive impact on your working lives.

What do we do well

  • There has been an increase in staff feeling encouraged to report errors, near misses and incidents (81% compared to 77% in 2017) and when they do they are treated more fairly (43% compared to 38% in 2017). Half of staff say they are given feedback about changes made in response to errors, near misses and incidents (50% compared to 48%).
  • Staff continue to feel trusted to do their job (80% compared to 81% in 2017) and feel that their role makes a different to patients (86% for both 2018 and 2017).
  • 78% staff maintain that the trust takes positive action on health and wellbeing from (in addition staff feel less pressured from colleagues to come into work (87% compared to 85%).
  • There has been a significant improvement in the number of staff who said that the last time they experienced violence at work they or a colleague reported it (71% compared to 65% in 2017). This is also better than the sector average. There is also a decline across bulling and harassment at work – from patients and the public down to 48% from 51%, managers down to 78% from 79% and other colleagues down to 78% from 80% last year.


Actions taken:

  • Learning from Incidents forums have been established with an implementation plan for wider roll out throughout the Trust in the coming months.
  • The freedom to speak up (FTSU) activity is an important way of raising and addressing issues.
  • The Trust has established a Raising Concerns Forum which meets regularly to consider themes and identify appropriate action which has included cross referencing of themes and trends or concerns raised via Trust channels (such as FTSU, Wellbeing Service, Patient Safety, Equality & Diversity) to implement collaborative working and meaningful interventions across the Trust.

What we should do better

  • Whilst 80% of staff feel the trust takes positive action on health and wellbeing, 59% report feeling unwell due to work related stress. This has got worse since 2017 (59% in 2018 compared to 51% in 2017). In addition, 41% of staff feel pressure from their manager to come to work. 
  • Just over half of staff are satisfied with the support they get from their immediate line manager, that their manager values their work, that their manager can be counted on to help with a difficult task. However, 75% said their managers supported them to receive additional training learning or development.
  • The results show that less than half say their immediate manager encourages them at work and 30% report strained relationships. Adding to this, staff also don’t feel like they are involved in changes or have a choice how the do their work. Half of staff think about leaving the trust with 38% saying they will look within the next 12 months for a new job.
  • Less than half of staff 45%, compared to 57% in 2017, have had an appraisal or annual review in the last 12 months. Only 60% of those left their appraisal feeling valued.
  • The number of people who feel that they can make improvements happen in their work area has reduced from 28% in 2017 to 24% in 2018.
  • Only 68% staff know who the senior managers are (compared to 77% in 2017) and only 18% feel the communication is effective between senior management and staff (compared to 25% in 2017). 
  • 71% of staff don’t feel there are enough staff to do their job properly.


    Actions taken:

  • Compassionate Conversation training for managers has been established and rolled out, with a significant proportion of managers having undergone the training. All sectors have established a clear plan for compassionate conversations to be completed by the end of the financial year, in order to then sustain an effective appraisal delivery system in 2019/20.
  • The Quality improvement cafés are designed to support local change.
  • There has been heightened visibility of the senior leadership team with increased Chief Executive, Executive Director and Non-Executive regional visits, especially in the lead up to and during the Christmas period 2018/19.
  • Establishment of the Accountability Committee meetings in January 2019 has given the opportunity for Executives and Deputy Directors to meet on a monthly basis with the sector heads and the sector teams – both in order to monitor delivery, but also to enable two-way communication to identify and resolve barriers to delivery of a safe and effective service. 
  • Local recruitment models have been implemented to meet specific local recruitment needs.
  • Within the Emergency Operations Centres (EOC) team, a robust call handler recruitment plan was prioritised and jointly implemented with the recruitment team in 2018. This has been a particular success and in a six month period, the Trust trained over 70 call handlers.
  • The launch of the Clinical Career Pathway in January 2019 will improve the options for clinical staff in the Trust, and the establishment of the Specialist Paramedic role will give improved opportunity. Talent management and succession planning processes are also being finalised, which will better enable managers to identify the right opportunities for staff that will both support their development, and strengthen the overall Trust’s position through enhanced skills and capability.


Next steps:
The People and Culture team will work with sector heads to develop action plans which focus on specific local issues.

To read the full report, click here

 

Published 26th February 2019

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